MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks.

Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong

Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other engineering parameters like centre of gravity, deflections under estimated loads, and various other design parameters on complicate forms, either for single components or assemblies. Laborious mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM) Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing and other activities so that they will be aware of the status of any order. If expediting is needed to meet deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can

use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance. The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other engineering parameters like centre of gravity, deflections under estimated loads, and various other design parameters on complicate forms, either for single components or assemblies. Laborious mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM)

Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing and other activities so that they will be aware of the status of any order. If expediting is needed to meet deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and

methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance. The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890 MB0044: Production & Operations Management Roll No. 510929890

Example of Pareto Analysis 1. Planning: Planning determines the process, service or the product to be benchmarked on which metrics are assigned for collection of data. 2. Analysis: Analysed data gives inputs for comparison with the target company s performance on the parameter benchmark on which data was collected. Measuring gaps helps in identifying the process which should be improved for reaching the benchmark. 3. Integration: Resources are required across all functions to achieve the target needs. Integration involves putting together resources like people, equipments, and communication, so that, progress is unhindered and all activities reach their logical conclusions without loss of initiative or time. 4. Action: When changes are needed, actions have to be planned according to the steps earlier stated. Teams are provided with necessary leadership, authority, and supporting facilities to enable them to complete all

activities within the time frame set for the purpose. Since benchmarking is done in specific areas, it is necessary to maintain the focus, and implement actions without losing initiative, so that, results become demonstrable.

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other engineering parameters like centre of gravity, deflections under estimated loads, and various other design parameters on complicate forms, either for single components or assemblies. Laborious mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM) Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing and other activities so that they will be aware of the status of any order. If expediting is needed to meet deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance.

The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890 MB0044: Production & Operations Management Roll No. 510929890

Example of Pareto Analysis 1. Planning: Planning determines the process, service or the product to be benchmarked on which metrics are assigned for collection of data. 2. Analysis: Analysed data gives inputs for comparison with the target company s performance on the parameter benchmark on which data was collected. Measuring gaps helps in identifying the process which should be improved for reaching the benchmark. 3. Integration: Resources are required across all functions to achieve the target needs. Integration involves putting together resources like people, equipments, and communication, so that, progress is unhindered and all activities reach their logical conclusions without loss of initiative or time. 4. Action: When changes are needed, actions have to be planned according to the steps earlier stated. Teams are provided with necessary leadership, authority, and supporting facilities to enable them to complete all activities within the time frame set for the purpose. Since benchmarking is done in specific areas, it is necessary to maintain the focus, and implement actions without losing initiative, so that, results become demonstrable. MB0044: Production & Operations Management Roll No. 510929890

3. List out the various automated systems for transfer of materials in the production plant. What do you understand by Line Balancing? Explain with an example.

Answer: Automated Flow Lines When several automated machines are linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line. After completing an operation on a machine, the semi-finished parts are moved to the next machine in the sequence determined by the process requirements and a flow line is established. The parts at various stages from raw material to ready for fitment or assembly are processed continuously to attain the required shapes or acquire special properties to enable them to perform desired functions. The materials need to be moved, held, rotated, lifted, and positioned for completing different operations. Sometimes, a few of the operations can be done on a single machine with a number of attachments. They are moved further to other machines for performing further operations. Human intervention may be needed to verify that the operations are taking place according to standards. When these can be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established. The main consideration is to balance times that different machines take to complete the operations assigned to them. It is necessary to design the machines in such a way that, the operation times are the same throughout the sequence in the flow of the martial. In fixed automation or hard automation, where one component is manufactured using several operations and machines, it is possible to achieve this condition. We assume that product life cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced cost per unit. Automated Assembly Lines

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the

system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other

engineering parameters like centre of gravity, deflections under estimated loads, and various other design parameters on complicate forms, either for single components or assemblies. Laborious mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM) Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing

and other activities so that they will be aware of the status of any order. If expediting is needed to meet deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance. The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890 MB0044: Production & Operations Management Roll No. 510929890

Example of Pareto Analysis 1. Planning: Planning determines the process, service or the product to be benchmarked on which metrics are assigned for collection of data. 2. Analysis:

Analysed data gives inputs for comparison with the target company s performance on the parameter benchmark on which data was collected. Measuring gaps helps in identifying the process which should be improved for reaching the benchmark. 3. Integration: Resources are required across all functions to achieve the target needs. Integration involves putting together resources like people, equipments, and communication, so that, progress is unhindered and all activities reach their logical conclusions without loss of initiative or time. 4. Action: When changes are needed, actions have to be planned according to the steps earlier stated. Teams are provided with necessary leadership, authority, and supporting facilities to enable them to complete all activities within the time frame set for the purpose. Since benchmarking is done in specific areas, it is necessary to maintain the focus, and implement actions without losing initiative, so that, results become demonstrable. MB0044: Production & Operations Management Roll No. 510929890

3. List out the various automated systems for transfer of materials in the production plant. What do you understand by Line Balancing? Explain with an example.

Answer: Automated Flow Lines When several automated machines are linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line. After completing an operation on a machine, the semi-finished parts are moved to the next machine in the sequence determined by the process requirements and a flow line is established. The parts at various stages from raw material to ready for fitment or assembly are processed continuously to attain the required shapes or acquire special properties to enable them to perform desired functions. The materials need to be moved, held, rotated, lifted, and positioned for completing different operations. Sometimes, a few of the operations can be done on a single machine with a number of attachments. They are moved further to other machines for performing further operations. Human intervention may be needed to verify that the operations are taking place according to standards. When these can be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established. The main consideration is to balance times that different machines take to complete the operations assigned to them. It is necessary to design the machines in such a way that, the operation times are the same throughout the sequence in the flow of the martial. In fixed automation or hard automation, where one component is manufactured using several operations and machines, it is possible to achieve

this condition. We assume that product life cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced cost per unit. Automated Assembly Lines

All equipments needed to make a finished product are laid out in such a way as to follow the sequence in which the parts or sub-assemblies are put together and fitted. Usually, a frame, body, base will be the starting point of an assembly. The frame itself consists of a construction made up of several components and would have been assembled

or fabricated

in a separate bay or plant and brought to the assembly line. All parts or subassemblies are fitted to enable the product to be in readiness to perform the function it was designed to. This process is called assembly. Methodologies of achieving the final result may vary, but the basic principle is to fit all parts together and ensure linkages so that their functions are integrated and give out the desired output. MB0044: Production & Operations Management Roll No. 510929890

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the system and looks at the economies achieved during the processes. Every process will have a number of

contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other engineering parameters like centre of gravity, deflections under estimated loads, and various other

design parameters on complicate forms, either for single components or assemblies. Laborious mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM) Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing and other activities so that they will be aware of the status of any order. If expediting is needed to meet

deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance. The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890 MB0044: Production & Operations Management Roll No. 510929890

Example of Pareto Analysis 1. Planning: Planning determines the process, service or the product to be benchmarked on which metrics are assigned for collection of data. 2. Analysis:

Analysed data gives inputs for comparison with the target company s performance on the parameter benchmark on which data was collected. Measuring gaps helps in identifying the process which should be improved for reaching the benchmark. 3. Integration: Resources are required across all functions to achieve the target needs. Integration involves putting together resources like people, equipments, and communication, so that, progress is unhindered and all activities reach their logical conclusions without loss of initiative or time. 4. Action: When changes are needed, actions have to be planned according to the steps earlier stated. Teams are provided with necessary leadership, authority, and supporting facilities to enable them to complete all activities within the time frame set for the purpose. Since benchmarking is done in specific areas, it is necessary to maintain the focus, and implement actions without losing initiative, so that, results become demonstrable. MB0044: Production & Operations Management Roll No. 510929890

3. List out the various automated systems for transfer of materials in the production plant. What do you understand by Line Balancing? Explain with an example.

Answer: Automated Flow Lines When several automated machines are linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line. After completing an operation on a machine, the semi-finished parts are moved to the next machine in the sequence determined by the process requirements and a flow line is established. The parts at various stages from raw material to ready for fitment or assembly are processed continuously to attain the required shapes or acquire special properties to enable them to perform desired functions. The materials need to be moved, held, rotated, lifted, and positioned for completing different operations. Sometimes, a few of the operations can be done on a single machine with a number of attachments. They are moved further to other machines for performing further operations. Human intervention may be needed to verify that the operations are taking place according to standards. When these can be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established. The main consideration is to balance times that different machines take to complete the operations assigned to them. It is necessary to design the machines in such a way that, the operation times are the same throughout the sequence in the flow of the martial. In fixed automation or hard automation, where one component is manufactured using several operations and machines, it is possible to achieve

this condition. We assume that product life cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced cost per unit. Automated Assembly Lines

All equipments needed to make a finished product are laid out in such a way as to follow the sequence in which the parts or sub-assemblies are put together and fitted. Usually, a frame, body, base will be the starting point of an assembly. The frame itself consists of a construction made up of several components and would have been assembled

or fabricated

in a separate bay or plant and brought to the assembly line. All parts or subassemblies are fitted to enable the product to be in readiness to perform the function it was designed to. This process is called assembly. Methodologies of achieving the final result may vary, but the basic principle is to fit all parts together and ensure linkages so that their functions are integrated and give out the desired output. MB0044: Production & Operations Management MB0044: Production & Operations Management MB0044: Production & Operations Management Line balancing : Line and work cell balancing is an effective tool to improve the throughput of assembly lines and work cells while reducing manpower requirements and costs. Assembly Line Balancing, or simply Line Balancing (LB), is the problem of assigning operations to workstations along an assembly line, in such a way that the assignment be optimal in some sense. Ever since Henry Ford s introduction of assembly lines, LB has been an optimization problem of significant industrial importance: the efficiency difference between an optimal and a sub-optimal assignment can yield economies (or waste) reaching millions of dollars per year. LB is a classic Operations Research (OR) optimization problem, having been tackled by OR over several decades. Many algorithms have been proposed for the problem. Yet despite the practical importance of the problem, and the OR efforts that have been made to tackle it, little commercially available software is available to help industry in optimizing their lines. In fact, according to a recent survey by Becker and Scholl (2004), there appear to be currently just two commercially available packages featuring both a state of the art optimization algorithm and a user-friendly interface for data management. Furthermore, one of those packages appears to handle only the clean formulation of the problem (Simple Assembly Line Balancing Problem, or SALBP), which leaves only one package available for industries such as automotive. This situation appears to be paradoxical, or at least Roll No. 510929890 Roll No. 510929890 Roll No. 510929890

unexpected: given the huge economies LB can generate, one would expect several software packages vying to grab a part of those economies. A typical example are operations that require the vehicle to be elevated above the operators: such operations can only be assigned to workstations with enough space to contain the elevated vehicle. Zoning constraints are typical in the automotive industry any algorithm to be applied there must support them. 4. Explain the different types of Quality Control Tools with examples? How do Crosby s absolutes of quality differ from Deming s principles?

Answer: Quality Control Tools Flow Chart, Check sheet, Histogram, Pareto Analysis, Scatter Diagram, Control Chart, and Cause and Effect Diagram are the basic seven control tools considered for achieving quality.

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other engineering parameters like centre of gravity, deflections under estimated loads, and various other design parameters on complicate forms, either for single components or assemblies. Laborious mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM)

Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing and other activities so that they will be aware of the status of any order. If expediting is needed to meet deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and

methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance. The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890 MB0044: Production & Operations Management Roll No. 510929890

Example of Pareto Analysis 1. Planning: Planning determines the process, service or the product to be benchmarked on which metrics are assigned for collection of data. 2. Analysis: Analysed data gives inputs for comparison with the target company s performance on the parameter benchmark on which data was collected. Measuring gaps helps in identifying the process which should be improved for reaching the benchmark. 3. Integration: Resources are required across all functions to achieve the target needs. Integration involves putting together resources like people, equipments, and communication, so that, progress is unhindered and all activities reach their logical conclusions without loss of initiative or time. 4. Action: When changes are needed, actions have to be planned according to the steps earlier stated. Teams are provided with necessary leadership, authority, and supporting facilities to enable them to complete all

activities within the time frame set for the purpose. Since benchmarking is done in specific areas, it is necessary to maintain the focus, and implement actions without losing initiative, so that, results become demonstrable. MB0044: Production & Operations Management Roll No. 510929890

3. List out the various automated systems for transfer of materials in the production plant. What do you understand by Line Balancing? Explain with an example.

Answer: Automated Flow Lines When several automated machines are linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line. After completing an operation on a machine, the semi-finished parts are moved to the next machine in the sequence determined by the process requirements and a flow line is established. The parts at various stages from raw material to ready for fitment or assembly are processed continuously to attain the required shapes or acquire special properties to enable them to perform desired functions. The materials need to be moved, held, rotated, lifted, and positioned for completing different operations. Sometimes, a few of the operations can be done on a single machine with a number of attachments. They are moved further to other machines for performing further operations. Human intervention may be needed to verify that the operations are taking place according to standards. When these can be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established. The main consideration is to balance times that different machines take to complete the operations assigned to them. It is necessary to design the machines in such a way that, the operation times are the same throughout the sequence in the flow of the martial. In fixed automation or hard automation, where one component is manufactured using several operations and machines, it is possible to achieve this condition. We assume that product life cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced cost per unit. Automated Assembly Lines

All equipments needed to make a finished product are laid out in such a way as to follow the sequence in which the parts or sub-assemblies are put together and fitted. Usually, a frame, body, base will be the starting point of an assembly. The frame itself consists of a construction made up of several components and would have been assembled

or fabricated

in a separate bay or plant and brought to the assembly line. All parts or subassemblies are fitted to enable the product to be in readiness to perform the function it was designed to. This process is called assembly. Methodologies of achieving the final result may vary, but the basic principle is to fit all parts together and ensure linkages so that their functions are integrated and give out the desired output. MB0044: Production & Operations Management MB0044: Production & Operations Management MB0044: Production & Operations Management Line balancing : Line and work cell balancing is an effective tool to improve the throughput of assembly lines and work cells while reducing manpower requirements and costs. Assembly Line Balancing, or simply Line Balancing (LB), is the problem of assigning operations to workstations along an assembly line, in such a way that the assignment be optimal in some sense. Ever since Henry Ford s introduction of assembly lines, LB has been an optimization problem of significant industrial importance: the efficiency difference between an optimal and a sub-optimal assignment can yield economies (or waste) reaching millions of dollars per year. LB is a classic Operations Research (OR) optimization problem, having been tackled by OR over several decades. Many algorithms have been proposed for the problem. Yet despite the practical importance of the problem, and the OR efforts that have been made to tackle it, little commercially available software is available to help industry in optimizing their lines. In fact, according to a recent survey by Becker and Scholl (2004), there appear to be currently just two commercially available packages featuring both a state of the art optimization algorithm and a user-friendly interface for data management. Furthermore, one of those packages appears to handle only the clean formulation of the problem (Simple Assembly Line Balancing Problem, or SALBP), which leaves only one package available for industries such as automotive. This situation appears to be paradoxical, or at least unexpected: given the huge economies LB can generate, one would expect several software packages vying to grab a part of those economies. A typical example are operations that require the vehicle to be elevated above the operators: such operations can only be assigned to workstations with enough space to contain the elevated vehicle. Zoning constraints are typical in the automotive industry any algorithm to be applied there must support them. 4. Explain the different types of Quality Control Tools with examples? How do Crosby s absolutes of quality differ from Deming s principles? Roll No. 510929890 Roll No. 510929890 Roll No. 510929890

Answer: Quality Control Tools Flow Chart, Check sheet, Histogram, Pareto Analysis, Scatter Diagram, Control Chart, and Cause and Effect Diagram are the basic seven control tools considered for achieving quality.

MB0044: Production & Operations Management Quality Control Tools a) Flow Chart

Roll No. 510929890

: Flow chart is a visual representation of process showing the various steps. It helps in locating the points at which a problem exists or an improvement is possible. Detailed data can be collected, analysed, and methods for correction can be developed using flow charts. The various steps include: Listing out the various steps or activities in a particular job Classifying them as a procedure or a decision Each decision point generates alternatives. Criteria and consequences that go with decisions are amenable to evaluation for purposes of assessing quality. The flow chart helps in pin-pointing the exact points at which errors have crept in.

Sample flow chart b) Check Sheet : Check sheets are used to record the number of defects, types of defects, locations at which they are occurring, times at which they are occurring, and workmen by whom they are occurring. The sheet keeps a record of the frequencies of occurrence with reference to possible defect causing parameters. It helps to implement a corrective procedure at the point where the frequencies are more.

The table shows that the number of defects 1 and 5 are not many as compared to defect no 2 which increased over the days and appears to be stabilising at the higher MB0044: Production & Operations Management Roll No. 510929890

side and therefore needs to be attended immediately. The column which shows days can be changed to observed by the hour, if need be. c) Histogram Histograms are graphical representations of distribution of data. They are generally used to record huge volumes of data about a process. They reveal whether the pattern of distribution has a single peak, or many peaks and also the extent of variation around the peak value. This helps in identifying whether the

problem is serious. When used in conjunction with comparable parameters, the visual patterns help us to identify the problem which should be attended to. Sample histogram chart The values shown are the number of observations made regarding a parameter. Sometimes, the percentages are shown to demonstrate the relative contribution of each of the parameters. d) Pareto Analysis : Pareto analysis is a tool for classifying problem areas according to the degree of importance and attending to the most important. Pareto principle, also called 8020 rule, states that 80 percent of the problems that we encounter arise out of 20 percent of items. If we find that, in a day, we have 184 assemblies having problems and there are 11 possible causes, it is observed that 80 percent of them, that is, 147 of them have been caused by just 2 or 3 of them. It will be easy to focus on these 2 or 3 and reduce the number of defects to a great extent. When the cause of these defects has been attended, we will observe that some other defect becomes predominantly observed and if the process is continued, we are marching toward zero defects. e) Scatter Diagram : Scatter diagram is used when we have two variables and want to know the degree of relationship between them (See Figure 6.5 for Sample scatter diagram). We can determine if there is cause and effect relationship between the variables and the degree of extent over a range of values of the variables. Sometimes, we can observe that there is no relationship, in which we can change one parameter being sure that it has no effect on the other parameter.

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the

system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other

engineering parameters like centre of gravity, deflections under estimated loads, and various other design parameters on complicate forms, either for single components or assemblies. Laborious mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM) Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing

and other activities so that they will be aware of the status of any order. If expediting is needed to meet deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance. The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890 MB0044: Production & Operations Management Roll No. 510929890

Example of Pareto Analysis 1. Planning: Planning determines the process, service or the product to be benchmarked on which metrics are assigned for collection of data. 2. Analysis:

Analysed data gives inputs for comparison with the target company s performance on the parameter benchmark on which data was collected. Measuring gaps helps in identifying the process which should be improved for reaching the benchmark. 3. Integration: Resources are required across all functions to achieve the target needs. Integration involves putting together resources like people, equipments, and communication, so that, progress is unhindered and all activities reach their logical conclusions without loss of initiative or time. 4. Action: When changes are needed, actions have to be planned according to the steps earlier stated. Teams are provided with necessary leadership, authority, and supporting facilities to enable them to complete all activities within the time frame set for the purpose. Since benchmarking is done in specific areas, it is necessary to maintain the focus, and implement actions without losing initiative, so that, results become demonstrable. MB0044: Production & Operations Management Roll No. 510929890

3. List out the various automated systems for transfer of materials in the production plant. What do you understand by Line Balancing? Explain with an example.

Answer: Automated Flow Lines When several automated machines are linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line. After completing an operation on a machine, the semi-finished parts are moved to the next machine in the sequence determined by the process requirements and a flow line is established. The parts at various stages from raw material to ready for fitment or assembly are processed continuously to attain the required shapes or acquire special properties to enable them to perform desired functions. The materials need to be moved, held, rotated, lifted, and positioned for completing different operations. Sometimes, a few of the operations can be done on a single machine with a number of attachments. They are moved further to other machines for performing further operations. Human intervention may be needed to verify that the operations are taking place according to standards. When these can be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established. The main consideration is to balance times that different machines take to complete the operations assigned to them. It is necessary to design the machines in such a way that, the operation times are the same throughout the sequence in the flow of the martial. In fixed automation or hard automation, where one component is manufactured using several operations and machines, it is possible to achieve

this condition. We assume that product life cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced cost per unit. Automated Assembly Lines

All equipments needed to make a finished product are laid out in such a way as to follow the sequence in which the parts or sub-assemblies are put together and fitted. Usually, a frame, body, base will be the starting point of an assembly. The frame itself consists of a construction made up of several components and would have been assembled

or fabricated

in a separate bay or plant and brought to the assembly line. All parts or subassemblies are fitted to enable the product to be in readiness to perform the function it was designed to. This process is called assembly. Methodologies of achieving the final result may vary, but the basic principle is to fit all parts together and ensure linkages so that their functions are integrated and give out the desired output. MB0044: Production & Operations Management MB0044: Production & Operations Management MB0044: Production & Operations Management Line balancing : Line and work cell balancing is an effective tool to improve the throughput of assembly lines and work cells while reducing manpower requirements and costs. Assembly Line Balancing, or simply Line Balancing (LB), is the problem of assigning operations to workstations along an assembly line, in such a way that the assignment be optimal in some sense. Ever since Henry Ford s introduction of assembly lines, LB has been an optimization problem of significant industrial importance: the efficiency difference between an optimal and a sub-optimal assignment can yield economies (or waste) reaching millions of dollars per year. LB is a classic Operations Research (OR) optimization problem, having been tackled by OR over several decades. Many algorithms have been proposed for the problem. Yet despite the practical importance of the problem, and the OR efforts that have been made to tackle it, little commercially available software is available to help industry in optimizing their lines. In fact, according to a recent survey by Becker and Scholl (2004), there appear to be currently just two commercially available packages featuring both a state of the art optimization algorithm and a user-friendly interface for data management. Furthermore, one of those packages appears to handle only the clean formulation of the problem (Simple Assembly Line Balancing Problem, or SALBP), which leaves only one package available for industries such as automotive. This situation appears to be paradoxical, or at least Roll No. 510929890 Roll No. 510929890 Roll No. 510929890

unexpected: given the huge economies LB can generate, one would expect several software packages vying to grab a part of those economies. A typical example are operations that require the vehicle to be elevated above the operators: such operations can only be assigned to workstations with enough space to contain the elevated vehicle. Zoning constraints are typical in the automotive industry any algorithm to be applied there must support them. 4. Explain the different types of Quality Control Tools with examples? How do Crosby s absolutes of quality differ from Deming s principles?

Answer: Quality Control Tools Flow Chart, Check sheet, Histogram, Pareto Analysis, Scatter Diagram, Control Chart, and Cause and Effect Diagram are the basic seven control tools considered for achieving quality.

MB0044: Production & Operations Management Quality Control Tools a) Flow Chart

Roll No. 510929890

: Flow chart is a visual representation of process showing the various steps. It helps in locating the points at which a problem exists or an improvement is possible. Detailed data can be collected, analysed, and methods for correction can be developed using flow charts. The various steps include: Listing out the various steps or activities in a particular job Classifying them as a procedure or a decision Each decision point generates alternatives. Criteria and consequences that go with decisions are amenable to evaluation for purposes of assessing quality. The flow chart helps in pin-pointing the exact points at which errors have crept in.

Sample flow chart b) Check Sheet : Check sheets are used to record the number of defects, types of defects, locations at which they are occurring, times at which they are occurring, and workmen by whom they are occurring. The sheet keeps a record of the frequencies of occurrence with reference to possible defect causing parameters. It helps to implement a corrective procedure at the point where the frequencies are more.

The table shows that the number of defects 1 and 5 are not many as compared to defect no 2 which increased over the days and appears to be stabilising at the higher MB0044: Production & Operations Management Roll No. 510929890

side and therefore needs to be attended immediately. The column which shows days can be changed to observed by the hour, if need be. c) Histogram Histograms are graphical representations of distribution of data. They are generally used to record huge volumes of data about a process. They reveal whether the pattern of distribution has a single peak, or many peaks and also the extent of variation around the peak value. This helps in identifying whether the problem is serious. When used in conjunction with comparable parameters, the visual patterns help us to identify the problem which should be attended to. Sample histogram chart The values shown are the number of observations made regarding a parameter. Sometimes, the percentages are shown to demonstrate the relative contribution of each of the parameters. d) Pareto Analysis : Pareto analysis is a tool for classifying problem areas according to the degree of importance and attending to the most important. Pareto principle, also called 8020 rule, states that 80 percent of the problems that we encounter arise out of 20 percent of items. If we find that, in a day, we have 184 assemblies having problems and there are 11 possible causes, it is observed that 80 percent of them, that is, 147 of them have been caused by just 2 or 3 of them. It will be easy to focus on these 2 or 3 and reduce the number of defects to a great extent. When the cause of these defects has been attended, we will observe that some other defect becomes predominantly observed and if the process is continued, we are marching toward zero defects. e) Scatter Diagram : Scatter diagram is used when we have two variables and want to know the degree of relationship between them (See Figure 6.5 for Sample scatter diagram). We can determine if there is cause and effect relationship between the variables and the degree of extent over a range of values of the variables. Sometimes, we can observe that there is no relationship, in which we can change one parameter being sure that it has no effect on the other parameter. MB0044: Production & Operations Management Roll No. 510929890

Sample scatter diagram

f) Control Charts : Control charts are used to verify whether a process is under control. Variables, when they remain within a range, will render the product and maintain the specifications. This is called the quality of conformance. The range of permitted deviations is determined by design parameters. Samples are taken and the mean and range of the variable of each sample (subgroup) is recorded. The mean of the means of the samples gives the control lines. Assuming normal distribution, we expect 99.97 percent of all values to lie within the Upper Control Limit (UCL) and Lower Control Limit (LCL) corresponding to + 3

. The graphical representation of data helps in changing settings to bring back the process closer to the target. g) Cause and Effect Diagram : Cause and effect diagram represents all the possible causes which lead to a defect on quality characteristics. These are arranged in such a way that different branches representing causes connect the stem in the direction of the discovery of the problem (See Figure 6.6 for Sample cause and effect diagram). When each of them is investigated thoroughly we will be able to pin-point some factors which cause the problem. We will also observe that a few of them can have cumulative effect or even a cascading effect.

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines,

Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other engineering parameters like centre of gravity, deflections under estimated loads, and various other design parameters on complicate forms, either for single components or assemblies. Laborious

mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM) Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing and other activities so that they will be aware of the status of any order. If expediting is needed to meet

deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance. The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890 MB0044: Production & Operations Management Roll No. 510929890

Example of Pareto Analysis 1. Planning: Planning determines the process, service or the product to be benchmarked on which metrics are assigned for collection of data. 2. Analysis:

Analysed data gives inputs for comparison with the target company s performance on the parameter benchmark on which data was collected. Measuring gaps helps in identifying the process which should be improved for reaching the benchmark. 3. Integration: Resources are required across all functions to achieve the target needs. Integration involves putting together resources like people, equipments, and communication, so that, progress is unhindered and all activities reach their logical conclusions without loss of initiative or time. 4. Action: When changes are needed, actions have to be planned according to the steps earlier stated. Teams are provided with necessary leadership, authority, and supporting facilities to enable them to complete all activities within the time frame set for the purpose. Since benchmarking is done in specific areas, it is necessary to maintain the focus, and implement actions without losing initiative, so that, results become demonstrable. MB0044: Production & Operations Management Roll No. 510929890

3. List out the various automated systems for transfer of materials in the production plant. What do you understand by Line Balancing? Explain with an example.

Answer: Automated Flow Lines When several automated machines are linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line. After completing an operation on a machine, the semi-finished parts are moved to the next machine in the sequence determined by the process requirements and a flow line is established. The parts at various stages from raw material to ready for fitment or assembly are processed continuously to attain the required shapes or acquire special properties to enable them to perform desired functions. The materials need to be moved, held, rotated, lifted, and positioned for completing different operations. Sometimes, a few of the operations can be done on a single machine with a number of attachments. They are moved further to other machines for performing further operations. Human intervention may be needed to verify that the operations are taking place according to standards. When these can be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established. The main consideration is to balance times that different machines take to complete the operations assigned to them. It is necessary to design the machines in such a way that, the operation times are the same throughout the sequence in the flow of the martial. In fixed automation or hard automation, where one component is manufactured using several operations and machines, it is possible to achieve

this condition. We assume that product life cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced cost per unit. Automated Assembly Lines

All equipments needed to make a finished product are laid out in such a way as to follow the sequence in which the parts or sub-assemblies are put together and fitted. Usually, a frame, body, base will be the starting point of an assembly. The frame itself consists of a construction made up of several components and would have been assembled

or fabricated

in a separate bay or plant and brought to the assembly line. All parts or subassemblies are fitted to enable the product to be in readiness to perform the function it was designed to. This process is called assembly. Methodologies of achieving the final result may vary, but the basic principle is to fit all parts together and ensure linkages so that their functions are integrated and give out the desired output. MB0044: Production & Operations Management MB0044: Production & Operations Management MB0044: Production & Operations Management Line balancing : Line and work cell balancing is an effective tool to improve the throughput of assembly lines and work cells while reducing manpower requirements and costs. Assembly Line Balancing, or simply Line Balancing (LB), is the problem of assigning operations to workstations along an assembly line, in such a way that the assignment be optimal in some sense. Ever since Henry Ford s introduction of assembly lines, LB has been an optimization problem of significant industrial importance: the efficiency difference between an optimal and a sub-optimal assignment can yield economies (or waste) reaching millions of dollars per year. LB is a classic Operations Research (OR) optimization problem, having been tackled by OR over several decades. Many algorithms have been proposed for the problem. Yet despite the practical importance of the problem, and the OR efforts that have been made to tackle it, little commercially available software is available to help industry in optimizing their lines. In fact, according to a recent survey by Becker and Scholl (2004), there appear to be currently just two commercially available packages featuring both a state of the art optimization algorithm and a user-friendly interface for data management. Furthermore, one of those packages appears to handle only the clean formulation of the problem (Simple Assembly Line Balancing Problem, or SALBP), which leaves only one package available for industries such as automotive. This situation appears to be paradoxical, or at least Roll No. 510929890 Roll No. 510929890 Roll No. 510929890

unexpected: given the huge economies LB can generate, one would expect several software packages vying to grab a part of those economies. A typical example are operations that require the vehicle to be elevated above the operators: such operations can only be assigned to workstations with enough space to contain the elevated vehicle. Zoning constraints are typical in the automotive industry any algorithm to be applied there must support them. 4. Explain the different types of Quality Control Tools with examples? How do Crosby s absolutes of quality differ from Deming s principles?

Answer: Quality Control Tools Flow Chart, Check sheet, Histogram, Pareto Analysis, Scatter Diagram, Control Chart, and Cause and Effect Diagram are the basic seven control tools considered for achieving quality.

MB0044: Production & Operations Management Quality Control Tools a) Flow Chart

Roll No. 510929890

: Flow chart is a visual representation of process showing the various steps. It helps in locating the points at which a problem exists or an improvement is possible. Detailed data can be collected, analysed, and methods for correction can be developed using flow charts. The various steps include: Listing out the various steps or activities in a particular job Classifying them as a procedure or a decision Each decision point generates alternatives. Criteria and consequences that go with decisions are amenable to evaluation for purposes of assessing quality. The flow chart helps in pin-pointing the exact points at which errors have crept in.

Sample flow chart b) Check Sheet : Check sheets are used to record the number of defects, types of defects, locations at which they are occurring, times at which they are occurring, and workmen by whom they are occurring. The sheet keeps a record of the frequencies of occurrence with reference to possible defect causing parameters. It helps to implement a corrective procedure at the point where the frequencies are more.

The table shows that the number of defects 1 and 5 are not many as compared to defect no 2 which increased over the days and appears to be stabilising at the higher MB0044: Production & Operations Management Roll No. 510929890

side and therefore needs to be attended immediately. The column which shows days can be changed to observed by the hour, if need be. c) Histogram Histograms are graphical representations of distribution of data. They are generally used to record huge volumes of data about a process. They reveal whether the pattern of distribution has a single peak, or many peaks and also the extent of variation around the peak value. This helps in identifying whether the problem is serious. When used in conjunction with comparable parameters, the visual patterns help us to identify the problem which should be attended to. Sample histogram chart The values shown are the number of observations made regarding a parameter. Sometimes, the percentages are shown to demonstrate the relative contribution of each of the parameters. d) Pareto Analysis : Pareto analysis is a tool for classifying problem areas according to the degree of importance and attending to the most important. Pareto principle, also called 8020 rule, states that 80 percent of the problems that we encounter arise out of 20 percent of items. If we find that, in a day, we have 184 assemblies having problems and there are 11 possible causes, it is observed that 80 percent of them, that is, 147 of them have been caused by just 2 or 3 of them. It will be easy to focus on these 2 or 3 and reduce the number of defects to a great extent. When the cause of these defects has been attended, we will observe that some other defect becomes predominantly observed and if the process is continued, we are marching toward zero defects. e) Scatter Diagram : Scatter diagram is used when we have two variables and want to know the degree of relationship between them (See Figure 6.5 for Sample scatter diagram). We can determine if there is cause and effect relationship between the variables and the degree of extent over a range of values of the variables. Sometimes, we can observe that there is no relationship, in which we can change one parameter being sure that it has no effect on the other parameter. MB0044: Production & Operations Management Roll No. 510929890

Sample scatter diagram

f) Control Charts : Control charts are used to verify whether a process is under control. Variables, when they remain within a range, will render the product and maintain the specifications. This is called the quality of conformance. The range of permitted deviations is determined by design parameters. Samples are taken and the mean and range of the variable of each sample (subgroup) is recorded. The mean of the means of the samples gives the control lines. Assuming normal distribution, we expect 99.97 percent of all values to lie within the Upper Control Limit (UCL) and Lower Control Limit (LCL) corresponding to + 3

. The graphical representation of data helps in changing settings to bring back the process closer to the target. g) Cause and Effect Diagram : Cause and effect diagram represents all the possible causes which lead to a defect on quality characteristics. These are arranged in such a way that different branches representing causes connect the stem in the direction of the discovery of the problem (See Figure 6.6 for Sample cause and effect diagram). When each of them is investigated thoroughly we will be able to pin-point some factors which cause the problem. We will also observe that a few of them can have cumulative effect or even a cascading effect. MB0044: Production & Operations Management Roll No. 510929890

When we observe that we have excessive defects from a machine, we try to identify all possible sources of the causes of defects. We make a study of each of them and try to correct it. Deming Principle Deming's TQM helps organisations to improve the quality of the products and services they offer. Deming s approach is summarised in his 14 points. 1. Constancy of purpose for continuous improvement 2. Adopt the TQM philosophy for economic purposes 3. Do not depend on inspection to deliver quality 4. Do not award any business based on price alone 5. Improve the system of production and service constantly 6. Conduct meaningful training on the job 7. Adopt modern methods of supervision and leadership 8. Remove fear from the minds of everyone connected with the organisation 9. Remove barriers between departments and people 10. Do not exhort, repeat slogans, and put up posters 11. Do not set-up numerical quotas and work standards 12. Give pride of workmanship to the workmen 13. Education and training to be given vigorously 14. State and exhibit top management s commitment for quality and productivity Using the above principles, Deming gave a four step approach to ensure a purposeful journey of TQM (See Figure 6.7 for Deming Wheel). The slope is shown to indicate that if efforts are let up the programme will roll back.

Plan means that a problem is identified, processes are determined and relevant theories are checked out.

Do means that the plan is implemented on a trial basis. All inputs are correctly measured and recorded.

MB0044: Production & Operations Management Assignment Set I Note: Each question carries 10 Marks. Answer all the questions. 1. What are the components of systems productivity? Explain how CAD and CIM help in improving productivity.

Answer: System Productivity Enhancement of productivity is achieved by either reducing the inputs for the same output or increasing the output by using the same input. Productivity can be calculated for a: Single operation Functional unit Department or division Plant Productivity is a measure of the efficiency of the system and looks at the economies achieved during the processes. Every process will have a number of contributors which help in achieving maximum productivity. The processes are: People, Machines, Facilitating goods, Ancillary equipments, and Technology. Each of these elements attempts to enhance the contribution of other elements. Opportunities exist at all stages of the workflow in the entire system to introduce measures for increasing productivity. However in actual manufacturing situations, the inefficiencies will have cascading effect in hampering productivity. Communication, effective review processes and innovative methods will ensure optimisation of resources. Building up reliability into the equipments, managing the supply chain to economise on the cost factors improves productivity. Quality circles are very efficient in incorporating low cost and non-intrusive methods of improving productivity and quality throughout the organisation. Quality circles:

Involve all persons who are actually involved in the production system and the information they elicit and bring about improvements that are highly cost effective

Unveil creativity and encourage team work and bring about improvements almost on a day to day basis

Bring continuous incremental changes in a harmonious way instead of dramatic changes

Encourage identification of possible failures and seek methods of preventing things going wrong Computers in Design CAD MB0044: Production & Operations Management Roll No. 510929890

Designs of products are increasingly depending on Computer Aided Design (CAD). It is an electronic system for designing new parts or products or altering existing ones, replacing drafting traditionally done by hand. The designs are made using powerful desktop computers and graphics software. Designer can create drawings and view them from any angle on a display monitor. Images of different components can be seen as assembled ; sections taken and relative positions can be checked to great accuracies. Views can be made from different angles and positions, so that the visualisation process of the designed component/product helps the designer to suggest alternatives to the customer and the production department. The drawings can be sent via intranet or internet to the concerned persons and their opinions taken. Corrections and incorporations can be made very quickly. The computer can also simulate the reaction of a part to strength and stress tests. Using the design data stored in the computer s memory, manufacturing engineers and other users can quickly obtain printouts of plans and specifications for a part or product. The software can generate the volume, weights of components as also other engineering parameters like centre of gravity, deflections under estimated loads, and various other design parameters on complicate forms, either for single components or assemblies. Laborious mechanical drawings or complicated calculations need not be drawn for people using this software. The database can be prepared, updated continuously and their access to executive. Analysts use CAD to store, retrieve, and classify data about various parts. CAD helps to increase the efficiency of a designer s work. This aids in reducing the time required for making a design or modifying a product and thus concept market period gets drastically cut. This implementation also cuts the cost of product development and sharply reduces the time to market new products. It saves time by enabling designers to access and modify old designs quickly, rather than start from scratch. Computer integrated manufacturing (CIM)

Integration occurs when a broad range of manufacturing and supporting activities are linked. CIM is the complete automation of a manufacturing plant, with all processes functioning under computer control and digital information tying them together. The three major functions in manufacturing are production, design, and management function. Production function converts resources into products. The design function transforms customer specifications into design. Finally the management functions plan and control production activities. The three computer aids in CIM are:

Computer aid to the production function (automated flow of materials)

Computer aid to the design function (automated flow of technological information)

Computer aid to the management function (automated flow of managerial information) When it comes to production, CIMs are included in different areas of production process such as in engineering design, production planning, shop control, order processing, material control, distribution and many other areas. Information flow across all the functions takes place with the help of computers. Transmission, processing, distribution, and feedback happen almost in real time so that intended MB0044: Production & Operations Management Roll No. 510929890 activities are conducted rapidly. CIM process helps in rapid production and also reduces indirect costs. CIM uses computers to control the entire production process. This integration allows the processes to exchange information with each other and thus they become capable of initiating actions. As response times decrease, customer satisfaction increases resulting in better business. CIM helps in avoiding accumulation of materials resulting in better throughput and better utilisation of space. Bar coded labels that accompany materials contain instructions for processing them which are read by sensing devices and display the status on monitors. This information is available to all concerned personnel responsible in planning, marketing and other activities so that they will be aware of the status of any order. If expediting is needed to meet deadlines, they will be able to seek intervention. Identifying shortages and ensuring faster deliveries become easy with CIM. 2. What do you understand by industry best practice ? Briefly explain different types of Benchmarking.

Answer: Industry Best Practices : Each industry would have developed over years or decades. During this development materials would have changed and processes would have changed. As all products or services are meant to serve needs of the customers, they undergo continuous changes both in shapes and features. Materials and

methods go on improving incessantly because of the research that is conducted. The companies that were at the front innovate to stay in business as new entrants would be adopting the latest techniques that the pioneers had taken decades to establish. So, the various firms in any industry would end up adopting almost similar methods of getting an output required. Such practices would get refined to a great extent giving rise to what we call industry best practices. These tend to get stabilised or changed owing to the development of new equipments which are designed. A manufacturer, with an eye on growing markets, demands for higher quality and reduced prices. Competition benefits those who can use all these to their advantage. Industry best practices open up the field for benchmarking by companies which need to improve their performance. The following are the types of benchmarking considered by various firms. Process Benchmarking Business Process Financial Benchmarking Performance Benchmarking Product Benchmarking Strategic Benchmarking Functional Benchmarking Tools like Pareto Analysis (an example is shown in figure) are used to make the choice or choices from among many aspects in any one of the above categories. MB0044: Production & Operations Management Roll No. 510929890 MB0044: Production & Operations Management Roll No. 510929890

Example of Pareto Analysis 1. Planning: Planning determines the process, service or the product to be benchmarked on which metrics are assigned for collection of data. 2. Analysis: Analysed data gives inputs for comparison with the target company s performance on the parameter benchmark on which data was collected. Measuring gaps helps in identifying the process which should be improved for reaching the benchmark. 3. Integration: Resources are required across all functions to achieve the target needs. Integration involves putting together resources like people, equipments, and communication, so that, progress is unhindered and all activities reach their logical conclusions without loss of initiative or time. 4. Action: When changes are needed, actions have to be planned according to the steps earlier stated. Teams are provided with necessary leadership, authority, and supporting facilities to enable them to complete all

activities within the time frame set for the purpose. Since benchmarking is done in specific areas, it is necessary to maintain the focus, and implement actions without losing initiative, so that, results become demonstrable. MB0044: Production & Operations Management Roll No. 510929890

3. List out the various automated systems for transfer of materials in the production plant. What do you understand by Line Balancing? Explain with an example.

Answer: Automated Flow Lines When several automated machines are linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line. After completing an operation on a machine, the semi-finished parts are moved to the next machine in the sequence determined by the process requirements and a flow line is established. The parts at various stages from raw material to ready for fitment or assembly are processed continuously to attain the required shapes or acquire special properties to enable them to perform desired functions. The materials need to be moved, held, rotated, lifted, and positioned for completing different operations. Sometimes, a few of the operations can be done on a single machine with a number of attachments. They are moved further to other machines for performing further operations. Human intervention may be needed to verify that the operations are taking place according to standards. When these can be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established. The main consideration is to balance times that different machines take to complete the operations assigned to them. It is necessary to design the machines in such a way that, the operation times are the same throughout the sequence in the flow of the martial. In fixed automation or hard automation, where one component is manufactured using several operations and machines, it is possible to achieve this condition. We assume that product life cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced cost per unit. Automated Assembly Lines

All equipments needed to make a finished product are laid out in such a way as to follow the sequence in which the parts or sub-assemblies are put together and fitted. Usually, a frame, body, base will be the starting point of an assembly. The frame itself consists of a construction made up of several components and would have been assembled

or fabricated

in a separate bay or plant and brought to the assembly line. All parts or subassemblies are fitted to enable the product to be in readiness to perform the function it was designed to. This process is called assembly. Methodologies of achieving the final result may vary, but the basic principle is to fit all parts together and ensure linkages so that their functions are integrated and give out the desired output. MB0044: Production & Operations Management MB0044: Production & Operations Management MB0044: Production & Operations Management Line balancing : Line and work cell balancing is an effective tool to improve the throughput of assembly lines and work cells while reducing manpower requirements and costs. Assembly Line Balancing, or simply Line Balancing (LB), is the problem of assigning operations to workstations along an assembly line, in such a way that the assignment be optimal in some sense. Ever since Henry Ford s introduction of assembly lines, LB has been an optimization problem of significant industrial importance: the efficiency difference between an optimal and a sub-optimal assignment can yield economies (or waste) reaching millions of dollars per year. LB is a classic Operations Research (OR) optimization problem, having been tackled by OR over several decades. Many algorithms have been proposed for the problem. Yet despite the practical importance of the problem, and the OR efforts that have been made to tackle it, little commercially available software is available to help industry in optimizing their lines. In fact, according to a recent survey by Becker and Scholl (2004), there appear to be currently just two commercially available packages featuring both a state of the art optimization algorithm and a user-friendly interface for data management. Furthermore, one of those packages appears to handle only the clean formulation of the problem (Simple Assembly Line Balancing Problem, or SALBP), which leaves only one package available for industries such as automotive. This situation appears to be paradoxical, or at least unexpected: given the huge economies LB can generate, one would expect several software packages vying to grab a part of those economies. A typical example are operations that require the vehicle to be elevated above the operators: such operations can only be assigned to workstations with enough space to contain the elevated vehicle. Zoning constraints are typical in the automotive industry any algorithm to be applied there must support them. 4. Explain the different types of Quality Control Tools with examples? How do Crosby s absolutes of quality differ from Deming s principles? Roll No. 510929890 Roll No. 510929890 Roll No. 510929890

Answer: Quality Control Tools Flow Chart, Check sheet, Histogram, Pareto Analysis, Scatter Diagram, Control Chart, and Cause and Effect Diagram are the basic seven control tools considered for achieving quality.

MB0044: Production & Operations Management Quality Control Tools a) Flow Chart

Roll No. 510929890

: Flow chart is a visual representation of process showing the various steps. It helps in locating the points at which a problem exists or an improvement is possible. Detailed data can be collected, analysed, and methods for correction can be developed using flow charts. The various steps include: Listing out the various steps or activities in a particular job Classifying them as a procedure or a decision Each decision point generates alternatives. Criteria and consequences that go with decisions are amenable to evaluation for purposes of assessing quality. The flow chart helps in pin-pointing the exact points at which errors have crept in.

Sample flow chart b) Check Sheet : Check sheets are used to record the number of defects, types of defects, locations at which they are occurring, times at which they are occurring, and workmen by whom they are occurring. The sheet keeps a record of the frequencies of occurrence with reference to possible defect causing parameters. It helps to implement a corrective procedure at the point where the frequencies are more.

The table shows that the number of defects 1 and 5 are not many as compared to defect no 2 which increased over the days and appears to be stabilising at the higher MB0044: Production & Operations Management Roll No. 510929890

side and therefore needs to be attended immediately. The column which shows days can be changed to observed by the hour, if need be. c) Histogram Histograms are graphical representations of distribution of data. They are generally used to record huge volumes of data about a process. They reveal whether the pattern of distribution has a single peak, or many peaks and also the extent of variation around the peak value. This helps in identifying whether the

problem is serious. When used in conjunction with comparable parameters, the visual patterns help us to identify the problem which should be attended to. Sample histogram chart The values shown are the number of observations made regarding a parameter. Sometimes, the percentages are shown to demonstrate the relative contribution of each of the parameters. d) Pareto Analysis : Pareto analysis is a tool for classifying problem areas according to the degree of importance and attending to the most important. Pareto principle, also called 8020 rule, states that 80 percent of the problems that we encounter arise out of 20 percent of items. If we find that, in a day, we have 184 assemblies having problems and there are 11 possible causes, it is observed that 80 percent of them, that is, 147 of them have been caused by just 2 or 3 of them. It will be easy to focus on these 2 or 3 and reduce the number of defects to a great extent. When the cause of these defects has been attended, we will observe that some other defect becomes predominantly observed and if the process is continued, we are marching toward zero defects. e) Scatter Diagram : Scatter diagram is used when we have two variables and want to know the degree of relationship between them (See Figure 6.5 for Sample scatter diagram). We can determine if there is cause and effect relationship between the variables and the degree of extent over a range of values of the variables. Sometimes, we can observe that there is no relationship, in which we can change one parameter being sure that it has no effect on the other parameter. MB0044: Production & Operations Management Roll No. 510929890

Sample scatter diagram f) Control Charts : Control charts are used to verify whether a process is under control. Variables, when they remain within a range, will render the product and maintain the specifications. This is called the quality of conformance. The range of permitted deviations is determined by design parameters. Samples are taken and the mean and range of the variable of each sample (subgroup) is recorded. The mean of the means of the samples gives the control lines. Assuming normal distribution, we expect 99.97 percent of all values to lie within the Upper Control Limit (UCL) and Lower Control Limit (LCL) corresponding to + 3

. The graphical representation of data helps in changing settings to bring back the process closer to the target. g) Cause and Effect Diagram : Cause and effect diagram represents all the possible causes which lead to a defect on quality characteristics. These are arranged in such a way that different branches representing causes connect the stem in the direction of the discovery of the problem (See Figure 6.6 for Sample cause and effect diagram). When each of them is investigated thoroughly we will be able to pin-point some factors which cause the problem. We will also observe that a few of them can have cumulative effect or even a cascading effect. MB0044: Production & Operations Management Roll No. 510929890

When we observe that we have excessive defects from a machine, we try to identify all possible sources of the causes of defects. We make a study of each of them and try to correct it. Deming Principle Deming's TQM helps organisations to improve the quality of the products and services they offer. Deming s approach is summarised in his 14 points. 1. Constancy of purpose for continuous improvement 2. Adopt the TQM philosophy for economic purposes 3. Do not depend on inspection to deliver quality 4. Do not award any business based on price alone 5. Improve the system of production and service constantly 6. Conduct meaningful training on the job 7. Adopt modern methods of supervision and leadership 8. Remove fear from the minds of everyone connected with the organisation 9. Remove barriers between departments and people 10. Do not exhort, repeat slogans, and put up posters 11. Do not set-up numerical quotas and work standards 12. Give pride of workmanship to the workmen 13. Education and training to be given vigorously 14. State and exhibit top management s commitment for quality and productivity Using the above principles, Deming gave a four step approach to ensure a purposeful journey of TQM (See Figure 6.7 for Deming Wheel). The slope is shown to indicate that if efforts are let up the programme will roll back.

Plan means that a problem is identified, processes are determined and relevant theories are checked out.

Do means that the plan is implemented on a trial basis. All inputs are correctly measured and recorded.

MB0044: Production & Operations Management

Roll No. 510929890

Check means that the trials taken according to the plan are in accordance with the expected results.

Act means when all the above steps are satisfactory regular production is started so that quality outcomes are assured. Crosby s absolutes of quality Like Deming, Crosby also lays emphasis on top management commitment and responsibility for designing the system so that defects are not inevitable. He urged that there be no restriction on spending for achieving quality. In the long run, maintaining quality is more economical than compromising on its achievement. His absolutes can be listed as under: Quality is conformance to requirements, not goodness Prevention, not appraisal, is the path to quality Quality is measured as the price paid for non-conformance and as indices Quality originates in all factions. There are no quality problems. It is the people, designs, and processes that create problems Crosby also has given 14 points similar to those of Deming. His approach emphasises on measurement of quality, increasing awareness, corrective action, error cause removal and continuously reinforcing the system, so that advantages derived are not lost over time. He opined that the quality management regimen should improve the overall health of the organisation and prescribed a vaccine. The ingredients are: 1) Integrity : Honesty and commitment help in producing everything right first time, every time 2) Communication : Flow of information between departments, suppliers, customers helps in identifying opportunities 3) Systems and operations : These should bring in a quality environment so that nobody is comfortable with anything less than the best